Opción, Año 35, Especial No.21 (2019): 102-112scieloopcion.com/35-21/7.pdf · 103 Fransiska Dyah...

Opción, Año 35, Especial No.21 (2019): 102-112

ISSN 1012-1587/ISSNe: 2477-9385

Recibido: 10-03-2019 Aceptado: 15-04-2019

The influence of job stress and motivation to

work performance

Fransiska Dyah Ayu Puspitasari1

2Human Resource Development, Postgraduate School Universitas

Airlangga Surabaya, Indonesia

[email protected]

Subagyo Adam2

2Human Resource Development, Postgraduate School Universitas

Airlangga Surabaya, Indonesia

[email protected]

Abstract

The aim of the study is to investigate the influence of job stress

and motivation to work performance at Satuan Polisi Pamong Praja

Kabupaten Gresik via quantitative methods by using three different

questionnaires with Likert scale. This survey has shown that as partial

by using t-test and 5% significant, job stress and job motivation affect

to job performance significantly, also by using F-test and 5%

significant, known that as simultaneously, job stress and job

motivation has a significant effect to job performance. In conclusion,

job performance can be enriched when job stress condition is less and

job motivation is high.

Keyword: Job Stress, Motivation, Work Performance.

La influencia del estrés laboral y la motivación

para el desempeño laboral

Resumen

El objetivo del estudio es investigar la influencia del estrés

laboral y la motivación para el desempeño laboral en Satuan Polisi

Pamong Praja Kabupaten Gresik mediante métodos cuantitativos

mediante el uso de tres cuestionarios diferentes con la escala de Likert.

Esta encuesta ha demostrado que, al ser parcial al usar la prueba t y al

mailto:[email protected]

mailto:[email protected]

103 Fransiska Dyah Ayu Puspitasari et al.


5%, el estrés laboral y la motivación laboral afectan significativamente

al desempeño laboral, también al usar la prueba F y al 5%, lo que se

conoce como que simultáneamente, el estrés laboral y la motivación

laboral Un efecto significativo para el desempeño laboral. En

conclusión, el desempeño laboral puede enriquecerse cuando la

condición de estrés laboral es menor y la motivación laboral es alta.

Palabra clave: estrés laboral, motivación, desempeño laboral.

1. INTRODUCTION

Satuan Polisi Pamong Praja (Satpol PP) is one of the

governmental officers which has several task and duty such as 1).

Administration of public order and tranquility; 2). Law enforcement;

3). Society protection. Those tasks are mentioned in the Indonesian

Republics Law number 23 /2014 about Local Governance article

255th. It is undeniable that in carrying out its official task, the

members of the Satpol PP unit meet the several problems, both from

the result of interactions with colleagues, the community nor with the

individuals. Various issues that accumulate can then recreate Job

stress. Job Stress in a consequence of each action and environment

situation that causes physical and psychological harm to someone.

Davis & Newstrom said that Job stress comes from a few job

characteristic dan work environment such as too many tasks handled,

the negative supervisor, limited time to do the task, less responsibility,

the ambiguity of job, value differences, and conflict. In the other side,

each of the employees also has a booster to works, that what they say

as motivation. The employee has an internal and external motivation.

Meanwhile, Performance assessment plays an important role as a

The influence of job stress and motivation to work

performance

104

measure tools of work successful. This performance will be a

benchmark for the work condition and performance that is owned by

the Satpol PP members. This research formulation is mention as is the

work stress and motivation as partially and simultaneously influences

the work performance of Satpol PP Kabupaten Gresik member’s

(Melinda, 2007; Suprihanto, 2003; Thoyib, 1998).

2. THEORITICAL BASE

2.1. Job Stress

Stress is a stressful state both physically and psychologically.

The United Kingdom Health and Safety Commission released that

stress is a human reaction to excessive pressure or the various needs

that surround it. We also Used Higgins theory (1982) about stress, that

is a person’s physical and psychological condition which is a result of

the process of adaptation to the environment. The other statement came

from Maramis, a clinical psychology states that stress in any problem

or demand for adjustment and therefore something that disturbs our

balance if we cannot overcome it. Stress greatly affect our daily lives.

Stress is a part of a personality function and partly a trigger function in

the environment. Stress arises when we feen unable to deal with the

external stressor (Puspitasari et al., 2019).

Attkinson (1987) States that stress can happen when a person

meets the threatens event to their physical or psychological health.



Thus event called a stressor, while people’s reaction to the event is

called stress responses. Stress according to Atkinson has several

characteristics, namely the first can be controlled, where the more an

event cannot be controlled, the greater the possibility of causing stress;

the second can be estimated, where when a person can predict the

occurrence of a stressful event, it will reduce the level of stress

experienced; the third is the occurrence of events that challenge human

boundaries, where a person does activities out of habit or his ability

will cause a stressful reaction; and the last is the occurrence of internal

conflicts that will cause stress in humans (Annastasi, 1997; Chaplin,

1999).

Various things can be a trigger of stress changes. Higgins states

that stress is caused by a combination of the external environment and

psychological factors. Internal factors caused by several things, namely

self-image, this arises as a result of a bad self-image which causes us to

be vulnerable to stress; Individuals who experience setbacks are not

clear; inability to adapt to the environment; low level of motivation

and low success rate, the other factor is the relationship between the

boss and the subordinates (Nazir, 2003; Praptini, 2000).

2.2. Motivation

One other important component in human resource management

is motivation. Motivation is the process by which the needs that

encourage a person to conduct a series of activities that lead to the


performance

106

achievement of a particular goal. If the goal is successfully achieved, it

will satisfy or meet these needs Said (Munandar, 2001). Freud states

that Motivation is an instinct which is similar to his form behind the

anger felt by someone who is considered as the place of his reign.

Psychologically, Langgulung itself states that motivation is a

psychological state that stimulates and gives direction to human

activities, over the forces that move and encourage one's activities.

Motivation built from needs and drive. Need is a physiological gap that

is quite large from the ideal value, while encouragement is a state or

conscious drive that occurs as a result of need (Azwar, 2000; Margiati,

1999).

Herzberg stated that employee motivation is influenced by two

main factors, namely Hygine's factor and Motivator, namely internal

factors that come from personal satisfaction. Through his research in

1984 and in the same factor the same reaction does not always occur.

This thinking is based on Herzberg's previous theory, that humans have

two sets of needs, the first is humans as animals with the need to avoid

pain, and the second is humans as whole people who want to develop

psychologically. According to Herzberg, Hygine factor consists of

company policy and administration; supervisory methods,

interpersonal relationships with colleagues, superiors, and

subordinates, work conditions, compensation, job security, status

symbols, and personal problems, While the Motivator consists of

achievement; recognition of achievement; responsible; achievement,

interest in work and personal development (Arikunto, 1998).



2.3. Performance

Performance or work performance by Maier (in As'ad) is a

person's success in carrying out a job. Even more firmly Lawer and

Potter stated that performance was successful role achievement which

was obtained by someone from his actions. From this limitation, As’ad

concluded that performance is the result achieved by a person

according to the size that applies to their occupation. According to

Victor Vroom (in Asad), Performance is the degree to which a person's

success in completing his work is called the level of performance’.

Usually people with high levels of performance are referred to as

productive people, and conversely, people whose level does not reach

the standard are said to be unproductive or low-performing. As'ad

(1991) in his book Industrial Psychology, states that differences in

performance that occur in an organization are caused by individual

factors and work situations (Soelistyowati & Lutfi, 2005).

3. RESULT

This research uses Quantitative methods by using three different

questionnaires with a Likert scale that measures 120 respondents from

the Satpol PP Kabupaten Gresik. Thus three different scales used to

measure the influence between variables, namely job stress, work

motivation as independent variables and performance as the dependent

variable. The first independent variable, Work Stress using Higgins

Theory about stress and have several indicators are (X1.1) Work


performance

108

Conflict; (X1.2) Workload; (X1.3) Working Time; (X1.4) Job

Characteristics; (X1.5) Group Support; (X1.6) Leadership.

The second independent variable, is Motivation using Herzberg

Theory that have a few indicators such as : (X2.1) Company Policies

and Administration; (X2.2) Method of Supervision; (X2.3) Working

Conditions; (X2.4) Compensation; (X2.5) Work Safety; (X2.6) Status

symbol; (X2.7) Personal Problems; (X2.8) Success; (X2.9)

Recognition of success; (X2.10) Responsibility; (X2.11) Progress in

work; (X2.12) Interest in work; (X2.13) Personal development. While

the dependent variable, work performance by Victor Vroom, have five

indicators: (Y3.1) Ability; (Y3.2) Effectiveness and Efficiency; (Y3.3)

Authority and responsibility; (Y3.4) Discipline; (Y3.5) Initiative. All

of data analysed using SPSS 13.0, the result appears at two table below

(Alwahdani, 2019).

Table 1

Referring to table 6 it can be seen that the regression equation of

this study is formed as follows:

Coefficientsa

191.832 23.778 8.068 .000

-.381 .061 -.001 2.667 .048

.645 .048 .038 4.563 .032

(Constant)

Stres

Motivasi

Model

1

B Std. Error

Unstandardized

Coeff icients

Beta

Standardized

Coeff icients

t Sig.

Dependent Variable: Kinerjaa.



Y = 191.832 - 0.381 X1 + 0.645 X2

That is mean work performance will be amount 191.832 if the

stress variable decrease amount of 0.381 and motivation increase 0.645

at the same time. Partial test analysis with T-test is used to examine the

partial effect of independent variables, namely work stress (X1) and

work motivation (X2) on the dependent variable (Y). Test results of the

t-test are shown in Table 2 below (Selomo & Govender, 2016).

Table 2

Table 3

Coefficientsa

191.832 23.778 8.068 .000

-.381 .061 -.001 2.667 .048

.645 .048 .038 4.563 .032

(Constant)

Stres

Motivasi

Model

1

B Std. Error

Unstandardized

Coeff icients

Beta

Standardized

Coeff icients

t Sig.

Dependent Variable: Kinerjaa.

ANOVAb

53.596 2 26.798 5.455 .041a

38397.329 117 328.182

38450.925 119

Regression

Residual

Total

Model

1

Sum of

Squares df Mean Square F Sig.

Predictors: (Constant), Motiv asi, Stresa.

Dependent Variable: Kinerjab.


performance

110

We can see from the T-test above at table 2, Both of Stress and

Motivation variable as a partial significant influence to work

performance (below 0, 05). By F-Test at the third table, know that

stress and motivation simultaneously influence work performance (F=

5.545 and sig. 0.041below 0, 05).

4. CONCLUSION

1. By T-test and F-Test knew as partially and simultaneously

both of Stress and Motivation influence to Work Performance

with a significant level below 0,05.

2. As the liner regression Y = 191.832 - 0.381 X1 + 0.645 X2

mean if we want to increase the Work Performace at Satpol PP

Kabupaten Gresik we have to decrease the staff’s stress level

and increase their motivation.

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UNIVERSIDAD

DEL ZULIA

Revista de Ciencias Humanas y Sociales

Año 35, Especial N° 21, (2019)

Esta revista fue editada en formato digital por el personal de la Oficina de

Publicaciones Científicas de la Facultad Experimental de Ciencias,

Universidad del Zulia.

Maracaibo - Venezuela

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